This is the second in a two-part series on the insights and challenges facing smaller religious colleges. Read Part I here.

Faced with dwindling enrollment and financial shortfalls, many small religious colleges are unable to survive. However, three small religious colleges in the area are defying this trend, and are flourishing in the nation’s most competitive higher education market. In Part 2 of our series, we’ll explore the proactive and farsighted strategies adopted by the college presidents, which led to their success.

(Courtesy of Providence College)

Previously, we studied how the schools were able to adapt their original organizational structure in response to changing demographics, without compromising their core ethos. The decision to diversify the student body, faculty and curriculum also contributed to their vigorous growth. Part 2 will explore how the presidents stabilized and increased their respective financial positions, while endeavoring to improve them further. Finally, we’ll analyze how the colleges preserve their religious identity, and actively promote its place on campus.

Most institutions are founded on an ideal. Religious colleges aim to infuse their campuses with ideals that are distinctive to their beliefs. But good faith must be met with good finances, or the operation will simply collapse.

President Rabbi Daniel L. Lehmann of Hebrew College, a Jewish graduate school in Newton Centre, Mass., confronted these challenges head on. After a period of near bankruptcy, Lehmann was able to resuscitate the finances by expanding the school’s academic base. He pursued greater enrollment numbers by expanding the college’s appeal to the widest possible number of students. As a result, Hebrew College’s assets are very strong, due in large part to a robust community education program.

Lehmann also underscored the diverse student body. “In the Jewish community, there’s a decrease in the number of people applying to non-orthodox rabbinical schools,” he noted. “But we’ve been able to increase our enrollment by not limiting ourselves to a particular denomination. Students are choosing us because we’re more pluralistic.”

Fundraising remains an ongoing challenge. Lehmann suggested that the main culprit is the college’s small size. Many philanthropists are attracted to larger schools, which is a significant disadvantage when asking for contributions. Lehmann noted that the college administration has had to concentrate their efforts on cultivating potential donors.

“Boston is a genuine model of collaboration between different faith traditions. The Boston Theological Institute is the most active and engaged entity of its type in the country.” — Rabbi Daniel L. Lehmann, president of Hebrew College

He also predicts that with time, more small religious colleges will close due to fundraising difficulties and declining enrollment. Lehmann cautions that school administrators must remain vigilant, and adjust their strategies to meet market demands. “One of the best ways to compensate for financial pressures is by figuring out the next set of needs.”

D. Michael Lindsay used a similar tactic as president of Gordon College, a non-denominational Christian school in Wenham, Mass. When he started in 2011, its finances were shaky, and fundraising had stagnated. But his rigorous marketing initiatives resulted in a 27 percent increase in enrollment, and a five-fold increase in the college’s operating budget surplus.

Although the increased enrollment is partly due to additional foreign students, their presence hasn’t necessarily contributed to the financial success. “Gordon gives more financial aid to foreign students than domestic students,” Lindsay remarked. “International enrollment is not a cash cow for us like it is for other colleges, who charge international students much more than the local students.”

Despite this situation, Gordon has enjoyed record enrollment and fundraising levels. Last fall, the college broke its previous year’s admissions record. Also, the retention rate of returning students climbed by 3.9 percent — an unprecedented jump for the school.

“There are challenges as the wider American society questions the place of faith in the public square. It requires courage and kindness to articulate and stand up for the college’s core convictions, while seeking the common good.” — Dr. Michael Lindsay, president of Gordon College

Like Lehmann, Lindsay insisted that his administration must actively pursue fundraising targets, and market the school’s distinctive features to donors and potential students. Consequently, in the past five years Gordon has seen a 40 percent increase in annual giving. Their endowment has also grown by 73 percent.

Rev. Brian J. Shanley adopted a comparable strategy as president of Providence College, a Catholic school in Providence, RI. Besides its religious identity, the college boasts a highly successful Division 1 Athletics program. Shanley underscored this feature as a major draw for prospective students, noting that it is an important part of their national brand.

Shanley emphasized the need to increase his school’s endowment. “Providence College has a relatively small endowment— roughly $200 million— compared to many of our peer and aspirant institutions,” he observed. “That has hampered our ability in some areas. For instance, we are not yet able to meet 100 percent of our students’ financial needs, and there are funding gaps for more students than we would like. A larger endowment would help eliminate that problem.”

Shanley is determined to alleviate the shortfall. “Growing our endowment is an important strategic objective for us going forward,” he said. “It will be a particular point of emphasis for us as we celebrate our Centennial in 2017, and look forward to the next one hundred years at Providence College.”

Michael Lindsay, President of Gordon College (Courtesy of Gordon College)

Despite the endowment challenge, Providence College is prospering. Thanks to an energetic promotion of the school’s unique features, enrollment numbers have sharply increased. “As a tuition-driven institution, our primary challenge will always be to enroll the right number of students to meet our financial needs,” Shanley said. “Thankfully, despite a shift in demographics among college-age students in the Northeast that is working against us, we have enjoyed great success in recent years. We have reached new, record-high totals for applications in each of the last two admission cycles.”

The upsurge in applications has had an additional benefit. “This year, we were able to cut our acceptance rate by almost ten percentage points, allowing us to be more selective and to enroll the most highly qualified class possible,” Shanley enthused.

(Courtesy of Hebrew College)

All three colleges have capitalized on their dynamic religious campus culture. Unlike some schools that have minimalized their religious affiliation, these institutions are proud of their heritage, and actively foster the faith of their students.

Lehmann highlighted Hebrew College’s unique position in the region. “Hebrew College is the only Jewish institution of higher learning in New England,” he said. “We have the only rabbinical and cantorial program in the area. So most of our students are self-selecting.”

Rabbi Daniel Lehmann, President of Hebrew College, with students (Courtesy of Hebrew College)

Lehmann also stressed that many students come to the school for its programs in Jewish studies. For instance, they have Masters students who study the Jewish presence in retail clothing, and others who study Jewish contributions during the Civil War.

One of the most vibrant initiatives at Hebrew College has been their Sunday youth programs. They currently have 200-250 teenagers who participate in a number of activities. Lehmann said that cultivating the younger generation bears fruit over time.

He also described another major innovation that is thriving. “Adult learning is a growth area. For example, we have a program for young adults, approximately ages 25-35. We developed a successful model in which a group gathers in a host’s living room, or another outside venue. A rabbi facilitates the discussion of modern social issues. They celebrate the Sabbath, and then they have a get together,” he said. “The program has really taken off. The young adults select the Top 10 themes they wish to explore, and educators develop the curriculum. It is very popular with the participants.”

Lehmann said that one of the distinguishing characteristics of the program is that it takes place outside a synagogue or educational institution. “The young adults really want to go out. Hillels on many college campuses have similar programs away from their designated space,” he noted.

This enterprising spirit has graced other beneficiaries. Five years ago, Lehmann approached the Boston Theological Institute, a consortium of nine Christian theology schools. He thought Hebrew College should join other institutions that train clergy. The organization had been entirely Christian, but they modified their mission statement to welcome their new participant. Lehmann was recently elected board chair of the organization.

He also took the initiative to approach the Boston College theology department to explore how they could collaborate. “I told them that we’re only a mile apart and yet we have no joint activities,” Lehmann said. “Now we [Boston College and Hebrew College] are discussing joint classes for priests and rabbis in training.”

Lehmann’s innovative work has yielded positive results, both at Hebrew College and at other religious institutions. He noted that the interreligious dialogue and cooperation in the region are an inspirational example for others. “Boston is a genuine model of collaboration between different faith traditions. The Boston Theological Institute is the most active and engaged entity of its type in the country.”

“For over 55,000 individuals, the phrase ‘Forever a Friar’ has deep meaning and underscores a commitment to do whatever is possible to assist a current student and/or a fellow alum.” — Rev. Brian J. Shanley, O.P., president of Providence College

In a similar way, Gordon College’s acceptance of different denominations has also proven to be a productive attribute. Although all the school’s students are Christian, the college is not limited to a particular branch. “We have 50 different Christian traditions,” Lindsay said. “We have students from diverse backgrounds ranging from mainline Protestant, evangelical, Roman Catholic, and Eastern Orthodox.”

Lindsay said the college makes its Christian identity a priority when establishing its policies. “We’re not in a bubble, but we do take faith formation seriously,” he explained. “It is a decision that has resulted in negative media attention, but which has also generated higher enrollment rates among students drawn to the school’s unswerving principles.”

Lindsay stressed that Gordon is a place of openness and warmth. “We have unity in the essentials,” he said. “Our mantra with media criticism has been to embody grace and truth.” Lindsay also remarked that the college’s experience reflects a larger trend in the U.S.

Fr. Brian Shanley,O.P., President of Providence College (Courtesy of Providence College)

“There are challenges as the wider American society questions the place of faith in the public square,” he maintained. “It requires courage and kindness to articulate and stand up for the college’s core convictions, while seeking the common good.”

Having a distinct religious character is also an advantage at Providence College. “We are the only institution in the United States that is run by the Dominican Order of Preachers, and our Catholic and Dominican tradition is a significant plus for students seeking a Catholic higher education,” Shanley said.

Providence College is committed to imbuing its unique charism in the classroom, where students benefit from the individual attention of dedicated faculty. “Our class sizes are small and our faculty-student ratio is 12:1, which is a strong draw for many prospective students,” Shanley remarked. “Our students get to know the faculty here quite well, and those relationships often last a lifetime.”

He also observed that the school’s deeply religious roots have borne fruit by creating lasting ties among alumni. “Our alumni network is strong. For over 55,000 individuals, the phrase ‘Forever a Friar’ has deep meaning and underscores a commitment to do whatever is possible to assist a current student and/or a fellow alum.”

Although the three colleges represent different faith traditions, their common experience shows that devout religious practice can be combined with high academic standards, and generate remarkably successful results. Lehmann’s bold initiative in forging relationships with other institutions demonstrates the alloyed strength of synergistic interreligious dialogue. Also, Shanley’s emphasis on having dedicated faculty shows that a close rapport with students yields a long-term crop of committed alumni.

And what of the clamor from the culture wars? Lindsay suggests the solution. “There are two common reactions to polarization in the country: either become embittered or retreat. We want to engage the world.”